Treasury Management Framework v Page 1 of 28

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1 UC Policy Library Treasury Management Framework Last Modified April 2017 Review Date May 2018 Approval Authority Chair, University Council Contact Officer Chief Financial Officer Financial Services Table of Contents Introduction... 2 Definitions... 2 Purpose... 2 Governance and Compliance Treasury Organisational Structure Treasury Responsibilities... 5 Compliance Risk... 7 Risk Evaluation and Management Risk Recognition Main Principles of Risk Management Specific Financial Instrument Risk Management... 8 Borrowing Policy Funding and Governance Finance Leases Borrowing Covenant Management Investment Policy Liquidity Objectives Investment Restrictions Cash Management Cash Management Objectives Treasury Management Framework v Page 1 of 28

2 9.2. Investment of Surplus Funds Foreign Currency Accounts Operational Risk Risk Recognition and Definition Control Policies Reporting and Performance Measurement Framework Review Related Documents and Information Appendices Appendix A Appendix B Appendix C Introduction To promote prudent, effective and efficient financial management, a number of basic principles need to be followed. These principles are contained in a number of related documents. These documents are a long-term financial strategy (the University s 10 year planning model), strategic and operational plans, and the Treasury Management Framework ( TMF ). These documents are underpinned by specific policies and procedures in relation to financial transactions (see Related Documents and Information). Definitions Tertiary Education Commission (TEC) the organisation responsible for funding tertiary education in New Zealand. Purpose The purpose of the TMF is to establish a robust framework for managing the financial risks associated with liquidity (cash flow management), funding and investment, counterparty credit exposure, foreign exchange, interest rate, and other financial markets risks of the University of Canterbury ( the University ). This policy outlines the approved policies in respect of all associated Treasury activity. Treasury Management Framework v Page 2 of 28

3 As circumstances change, the risk limits and operating parameters outlined in this policy will be formally reviewed and approved to ensure that the financial risks within the University continue to be prudently managed. In addition, regular reviews will be conducted to test the existing policy against the following criteria: the TMF document remains focused on policy with procedural content maintained in the separate University Treasury Procedures Manual; industry standard practices for a Tertiary Education Institution of the University s size; the risk bearing ability and tolerance levels of the underlying operations and stakeholder requirements; and the effectiveness and efficiency of Financial Services to recognise, measure, control, manage and report on the University s financial exposure to liquidity risk (cash flow management), interest rate risk, funding risk, counterparty credit risk, foreign exchange risk, operational risk and other associated financial risks. All staff must be completely familiar with their responsibilities under the TMF at all times. Where external advisors are used in relation to any treasury-related work, they must be made aware of the TMF. Adherence to this document is mandatory for all University personnel and any third party service providers. Amendments to the policy document can only be made in accordance with the procedures outlined in the Framework Review section. Governance and Compliance 4.1. Treasury Organisational Structure The management structure diagram below describes the hierarchy of reporting and the responsibilities of different individuals and entities within the Treasury structure. The Treasury function is identified in red: Treasury Management Framework v Page 3 of 28

4 Finance Planning and Resource Committee University Council Audit and Risk Committee Vice Chancellor Committees Chief Financial Officer Treasury Advisors Financial Controller Accounting Support Staff TREASURY Treasury Management Framework v Page 4 of 28

5 4.2. Treasury Responsibilities The key responsibilities of the positions in the Treasury organisational structure are as follows: a. University Council The University Council ( Council ) is responsible for approving the TMF as well as approving any policy changes that are required from time to time. The TMF should be formally reviewed internally every year and by an independent qualified third party once every three years. The authority to make or change any part of the TMF cannot be delegated. Council has specific responsibility under section 181(e) Education Act 1989 (New Zealand Legislation website) to ensure that the University acts in a financially responsible manner that ensures efficient use of resources and maintains the University s long term viability. In practice, Council delegates the implementation of this responsibility to the Vice- Chancellor, while retaining oversight through relevant, regular reporting by the Vice- Chancellor and the Senior Management Team to Council, the Finance, Planning and Resources Committee ( FPRC ), and the Audit and Risk Committee ( ARC ). b. Vice-Chancellor Whilst Council has final responsibility for the policy governing the management of the University s financial market risks, it is the Vice-Chancellor who effectively has overall responsibility through the delegation from Council. Specific responsibilities include delegating authority to the Chief Financial Officer in accordance with the Delegation Schedule, recommending a TMF policy strategy to the Council, and approving all foreign exchange and interest rate risk management transactions in accordance with policy parameters outside of the Chief Financial Officer delegated authority. c. Chief Financial Officer The Vice-Chancellor directly delegates to the Chief Financial Officer overall responsibility for the day-to-day management of the Treasury function. The Chief Financial Officer proposes detailed management directives in accordance with policy and ensures compliance with policy. Treasury Management Framework v Page 5 of 28

6 Specific responsibilities include delegation of responsibilities for authorisation of transactions within prescribed delegation limits appropriate to the seniority of the individual and the tasks involved. Individual transactions or risk positions outside the TMF control limits are required to be submitted for one up approval (via the Vice-Chancellor to Council) before they occur or have been entered into; reporting to the Vice-Chancellor, FPRC, and ARC on a timely basis, and advising on significant market events that may impact on the University; reviewing, recommending change to the Vice-Chancellor and Council, implementing and monitoring the financial risk management strategies to protect the University s exposures to the financial markets within the approved policy limits and controls; ensuring that foreign exchange, interest rate, funding, liquidity, counterparty credit and cash management procedures or policies are implemented, controlled and reported on in accordance with this policy; ensuring that all bond, banking and Ministry of Education covenants and reporting requirements are met, and reporting to Council (via the Vice-Chancellor) where they are not met, or will not be met in a future period; opening and closing bank accounts as provided in the University s Delegation Schedule; and maintaining the relationship and monitoring the performance of the external advisors and treasury outsourcing service providers in accordance with established contracts. In practice, the detailed transactions and procedures will be initiated by the Financial Services team under the Financial Controller within strict delegation limits and with due regard for segregation of duties. The activities of the Financial Services team will be subject to regular (monthly) reporting to the Chief Financial Officer and to Council and its sub-committees. d. External Advisor and/or Outsourcing Service Provider Where the University chooses to use the services of external advisors and/or a Treasury outsourcing service provider, their responsibilities may include responsibilities currently assigned to the position titles above providing these delegations are explicit in a formal written agreement. The external advisor is not permitted to enter into any Treasury transaction of any type with any counterparty on behalf of the University, nor to accept transactions entered into with unauthorised counterparties outside of existing delegations. Treasury Management Framework v Page 6 of 28

7 Compliance Risk As the University is partially publicly funded and accountable, it must maintain its financial resources within a robust financial framework which ensures compliance with the relevant legislation and restrictions. This is achieved through the management of its surplus cash flow to maximise returns whilst minimising risk in accordance with relevant legislation and restrictions. The University is required to comply with the following relevant legislation: Crown Entities Act 2004 (New Zealand Legislation website) Education Act 1989 (New Zealand Legislation website) Public Finance Act 1989 (New Zealand Legislation website). Generally, the University can only invest in relatively risk free investments, being the same sort of investments permitted to the Treasury under section 65I of the Public Finance Act 1989 (New Zealand Legislation website) (see Appendix A for full text). The Tertiary Education Commission (Tertiary Education Commission website) ( TEC ) provides specific guidance and protocols on investment by Tertiary Education Institutions. The University is also required to meet the requirements of the NZX listing rules under the Financial Markets Conduct Act 2013 (New Zealand Legislation website) and meet the specific requirements of its Philanthropic Bond deed. Risk Evaluation and Management 6.1. Risk Recognition The University faces several treasury management risks: price risk, foreign exchange risk, cash flow interest rate risk, fair value interest rate risk, credit risk, and liquidity risk Main Principles of Risk Management The University s primary financial management objective is to maintain adequate liquidity to meet its financial obligations as they fall due. Treasury Management Framework v Page 7 of 28

8 The University must meet its legislative responsibilities to act in a financially responsible manner that ensures efficient use of resources and maintains the University s long term viability. All financial instrument risk management in this section is to be performed by Financial Services. Heads of Department/School must contact the Chief Financial Officer or the Financial Controller where there is a significant foreign exchange or derivative component in a transaction. Transactions of a speculative nature are not permitted Specific Financial Instrument Risk Management a. Price Risk Price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate as a result of changes in market prices. The equity investments that are held by the University are reflected within the financial statements either at cost, less impairment, or at fair value. The University considers that there is limited price risk since financial asset instruments largely consist of bank current and short term deposits, with minimal investment in equity instruments, which are shown at cost less impairment in the financial statements. Financial liability instruments include Bonds, whose principal repayment is the face or carrying value of the Bond amount. b. Foreign Exchange Risk Foreign exchange rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to changes in foreign exchange rates. The University is exposed to foreign exchange rate risk mainly on the purchase of educational materials, including publications and equipment, from abroad. The timing of these purchases is well-documented, and hedging through corresponding forward exchange contracts is arranged. The University does receive some funding of research in foreign currency (mostly US Dollars and Euros). Foreign currency bank accounts are maintained to manage this relatively small funding component, and conversion to New Zealand dollars made when required, and with reference to the exchange rate to optimise exchange gains. The University considers that there is limited foreign exchange risk because purchase cash flows in foreign currency can be hedged with a significant degree of certainty of timing, and there is minimal revenue generated in foreign currency. Treasury Management Framework v Page 8 of 28

9 i. Risk Management Forward Exchange Contracts Generally, the University has committed exposure to foreign exchange risk, where a contract has been entered into or a purchase order approved. The risk should be assessed against the foreign currency cost for a purchase or project as a whole, not on individual progress or stage payments. Forward exchange contracts are to be entered into as follows: Committed Exposure ($NZ) Contract or purchase order less than $100,000. Contract or purchase order more than $100,000/less than $500,000. Contract or purchase order more than $500,000. Forward Exchange Contract Requirement Forward exchange contract MAY be entered into to hedge risk. Authorised by the Financial Controller. Forward exchange contract MUST be entered into to hedge risk. At least two quotes from approved banking counterparties must be obtained. Authorised by Chief Financial Officer. Forward exchange contract MUST be entered into to hedge risk. At least two quotes from approved banking counterparties must be obtained. Authorised by Vice-Chancellor. Sometimes a contract or purchase may not be finally agreed, but the likelihood of completion will be high. Where this involves foreign currency purchases or revenue, the University may wish to commit to a forward exchange contract for the expected exposure. The same forward exchange contract requirement would then apply to these expected exposures as for committed exposures, as per the table above. ii. Approved List of Foreign Exchange Instruments Foreign currency exposures may be hedged by use of spot purchased foreign currency held in a foreign currency account with an approved banking counterparty, Treasury Management Framework v Page 9 of 28

10 non-complex forward foreign currency exchange contracts entered into with an approved banking counterparty, supplier guaranteed $NZ purchase price, foreign currency accounts, and currency swaps. No other instruments are to be utilised to hedge foreign exchange risk. All foreign currency trades must be executed with banks on the approved counterparty list (Appendix B). c. Cash Flow Interest Rate Risk Cash flow interest rate risk is the risk that the cash flows from a financial instrument will fluctuate because of changes in market interest rates. This affects the University s cost of borrowing (increasing interest rates) and the return on its investments (decreasing interest rates). i. Borrowing The University currently has no bank or other institutional borrowing in place. The University has made a Bond issue with a fixed coupon rate, reset every five years. The University manages this commitment by taking out strategic interest rate swaps based on a notional amount equal to value of Bonds issued, and fixed to the timing of the rate resets. Under an interest rate swap contract, the University agrees to exchange the difference between floating and fixed rate interest amounts calculated on an agreed notional principal amount. This contract enables the University to mitigate future cash flow exposures on the interest rate reset (December 2014) of the issued fixed rate bond debt. ii. Approved List of Interest Rate Instruments Interest rate swaps ( fixed to floating and floating to fixed ). Forward start interest rate swaps. Forward rate agreement. Forward start interest rate swaps may be entered, but the start date must be within two years forward. All interest rate swap contracts that exchange floating rate interest amounts for fixed rate interest amounts are designated as cash flow hedges for financial reporting. Treasury Management Framework v Page 10 of 28

11 iii. Investments The majority of the University s investments are in bank deposit and short term investments. The University makes regular investments of surplus cash to meet its forecast cash requirements, aiming to have cash maturing from investments in time to meet its cash flow requirements. These investment decisions are made daily, generally with small parcels of cash, with those banks offering the best rate for the expected period of investment, at fixed rates, and within the limits placed by this framework on the allocation of investment to individual banks. There is no cash flow interest rate risk in relation to its equity investments. The University does not consider there is any significant cash flow interest rate risk in relation to its bank deposits and short term investments. d. Fair Value Interest Rate Risk Fair value interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to changes in market interest rates. Financial instruments which potentially subject the University to concentrations of interest rate risk consist principally of cash and cash equivalents, loans and leases. Although overall interest rate risk has been reduced due to the utilisation of fixed interest rates for both borrowing and investment in deposits, this does expose the University to a degree of fair value interest rate risk should market conditions move significantly in an adverse direction. However, due to the regular investment in and maturing of its deposits at fixed rates, which act to mitigate the impact of any change in market conditions, the University does not consider there is any significant fair value interest rate risk in relation to its bank deposits and short term investments. e. Credit Risk Credit risk is the risk that a third party will default on its obligations to the University, causing it to incur a loss. The University is subject to an element of credit risk principally within receivables, cash and cash equivalents, and term deposits. Treasury Management Framework v Page 11 of 28

12 i. Cash, Cash Equivalents and Term Deposits Credit risk in relation to cash, cash equivalents and term deposits is managed by diversification through placements with a number of different New Zealand financial institutions, with assessed S & P and/or Moody ratings (see table in Appendix B). Credit exposure is further reduced by monitoring individual weightings. If the rating of any borrower represented in the portfolio is downgraded such that the new rating falls outside the above guidelines, or if any borrower represented in the portfolio is placed on a negative credit watch, this will be reported to FPRC with a report on any resultant action taken by the respective individual/s. Exposure is measured as follows: total amounts invested with that counterparty plus accrued interest to date, the greater of the face value or the mark to market value of loans and bonds, and the total face value of any derivative transactions. Exposure to any other counterparties outside of Registered New Zealand Banks requires the approval of Council. ii. Receivables Due to the large number of individual trade debtors, the concentration of credit risk with respect to receivables is greatly reduced, and there is active management of outstanding debtors. No further management is considered necessary. There is some exposure to a small group of insurance companies, which have sound credit ratings. No further management is considered necessary. f. Liquidity Risk Liquidity risk is the risk that the University will encounter difficulty raising liquid funds to meet commitments as they fall due. Prudent liquidity risk management implies maintaining sufficient cash, the availability of funding through an adequate amount of committed credit facilities and the ability to close out market positions. The University has a programme of regular investment and disinvestment in short term deposits that meet its short and medium term cash flow and liquidity requirements. The University prepares detailed cash flow forecasts covering the short, medium and long term (up to 10 years) forecasts based on expected student enrolment, staffing requirements, and capital expenditure plans to identify cash requirements. This in turn Treasury Management Framework v Page 12 of 28

13 informs the University s engagement with TEC and the Minister over additional funding, and the discussions with banks. The University has to operate within a strict legislative framework, where a Council decision on any borrowing requires the written consent of the Secretary of Education (see Borrowing Policy in section 7 below). Monthly reports outlining the current and forecast cash position, including spending plans and likely revenue scenarios, are prepared for review by Council and its sub-committees. The University considers this is adequate to mitigate the risk that sufficient funds will not be available to meet its debts as they fall due in the short and medium term, while any longer term cash deficits are identified and action taken to fund them. Borrowing Policy This policy addresses funding and governance, finance leases, borrowing, and covenant management. The risks in relation to borrowing are discussed in section Funding and Governance The Council must review and approve all new loans and borrowing facilities, including the refinancing of existing lending facilities. Under section 192(4)(d) of the Education Act 1989 (New Zealand Legislation website), the University is required to obtain written approval from the Secretary of the Ministry of Education to borrow funds. Therefore, any future borrowing requirements must be identified well in advance of the date they will be required to allow for the approval process. The University prepares regular monthly financial reports and medium to long term cash flow forecasts (see above) that enable it to identify its borrowing requirements Finance Leases Finance leases are a tool that allows the University to accumulate debt-like obligations with an embedded interest cost. Accordingly, the University may be able to obtain a cheaper source of funds through its banking relationships. All proposed finance lease Treasury Management Framework v Page 13 of 28

14 arrangements must include a lease or buy assessment prior to any contract being approved. As a form of borrowing, finance leases must be within the current Ministry of Education University borrowing consent and approved by the Council or, if outside the borrowing consent, separately approved by the Secretary of Education through the TEC. For further information and the full requirements refer to Finance lease information (Tertiary Education Commission website) Borrowing a. Bond Issue The University had a borrowing consent from the Ministry of Education dated 25 September 2009 that permitted it to borrow up to $100 million over a 10 year period through a retail bond offering. Under this consent, the University has issued a $50 million philanthropic bond with a maturity date of 15 December 2019, at a fixed rate of 7.25% for five years. This was reset on 15 December 2014 for a further five years to 1.75% over the then prevailing five year swap rate which resulted in a rate of 5.77%. b. New Borrowing Any new borrowing will be assessed under the new borrowing consent dated 25 August 2014 as follows: Funding need identified in the cash flow forecasts. Business case developed by the Vice-Chancellor and Chief Financial Officer. Consultation with an independent financial advisor appointed under agreed terms of reference with the TEC. Business case recommended for approval by the FPRC. Business case approved by Council. Any additional borrowing in excess of the 25 August 2014 borrowing consent will require the above requirements, plus: a specific business case submitted to the TEC, Ministry of Education, and the Minister; approval by the Secretary for Education for further information and the full requirements refer to Borrowing (Tertiary Education Commission website); and negotiation with banks or the Crown, depending on approved funding sources. Treasury Management Framework v Page 14 of 28

15 c. Renegotiation Once borrowing is in place, renegotiations of any new debt or facility should commence 12 months prior to the maturity date of the existing facility. This renegotiation should follow the University s procurement policies and procedures, with reference to the terms of the relevant consents received from the Secretary for Education Covenant Management The University monitors all covenants currently in place as part of its monthly reporting to the Senior Management Team and Council. These covenants are set by the bond instrument trustees and the Ministry of Education (as part of its consent). The monitoring is performed for the current and short, medium, and long term forecast position. Current covenants are included at Appendix C. Investment Policy This policy addresses liquidity objectives and investment restrictions. The risks in relation to investments are discussed in section Liquidity Objectives The University will maintain an appropriate level of liquidity to ensure that funds are readily available to cover the payment of its wages and salaries and operating expenses for two months. At any point in time this level of liquidity must be maintained in cash reserves (or other liquid assets) Investment Restrictions a. Equity Investments The University does not invest in equity markets. The University s interest in companies is not primarily for monetary gain and the principal reason for entering into arrangements which result in companies/partnerships/joint ventures being generated is for educational purposes. As such, the University will allow investments in research entities and other entities which are in line with the University s principles and main purpose of its operation. Treasury Management Framework v Page 15 of 28

16 b. Investments in Public Securities Section 65I of the Public Finance Act 1989 (New Zealand Legislation website) permits the University to invest money in public securities or in any other securities that the Minister for Tertiary Education may approve. The Vice-Chancellor is permitted to invest funds only with organisations and subject to the limits set out in Appendix B. c. Loans and guarantees The University may advance loans to other parties for various projects which are considered to be in the University s interest, and which must be for educational or research purposes, and where the primary purpose is not the making of monetary gains (either through income in the form of interest or capital gain) 1. These funds may be advanced in the form of a loan, which may be secured or unsecured. Any loan application must comply with the conditions under section 65I of the Public Finance Act 1989 (New Zealand Legislation website). Reports on any loans should be sent to the Chief Financial Officer on a regular basis, immediately following the monitoring reviews required or in the event of default or likely default. Any loans or guarantees must be approved by the Vice-Chancellor in line with the Delegations Schedule. Any loans or investment whose primary objective is monetary gain and which are not allowed as of right under section 65I of the Public Finance Act 1989 (New Zealand Legislation website) require Ministerial approval. All such applications must be made through the Chief Financial Officer. Cash Management 9.1. Cash Management Objectives The University aims to create a liquidity buffer through accurate forecasting of daily cash flow requirements, such that surplus funds can be invested with the intent of increasing the interest earned or decreasing the cost of borrowed funds. Cash management activities are undertaken within the following parameters: 1 TEC investment protocols: The primary reason for a transaction (determines) whether the transaction is an investment. The making of loans for educational purposes would not be considered an investment because their primary purpose is not the making of monetary gain. Money put into entities carrying out education or research activities may be an investment if the primary purpose is to make a monetary gain from those activities. Treasury Management Framework v Page 16 of 28

17 any cash flow surplus will be placed in bank call accounts, term deposits, or public securities; all short term investment funds are to be invested by reference to, and so as to match, known cash requirements over the subsequent 3-6 months. Any deposit timed to mature beyond 365 days is to be approved by the Chief Financial Officer; long term investment funds can be invested with a maximum maturity of five years; the use of interest rate risk management on cash balances is permitted only with the specific approval of the Vice-Chancellor; and the requirement to meet Bank, Bond Trustee and TEC covenants Investment of Surplus Funds The investment powers of tertiary institutions are governed by section 65I (1) and (2) of the Public Finance Act 1989 (New Zealand Legislation website) as set out in the Tertiary Education Institution Investment Protocols. Section 23 specifies the types of investments in which Tertiary Education Institutions may invest. These investments include deposits with a New Zealand registered bank, or any bank outside New Zealand approved by the Minister of Finance for the purpose, public securities, and such other securities as the Minister (i.e., the Treasurer) may from time to time approve for the purpose Foreign Currency Accounts The University may operate foreign currency accounts in the following currencies: GBP USD EUR AUD Any additional foreign currency accounts required may only be established with the approval of the Vice-Chancellor. These accounts are for the purpose of facilitating payments to overseas suppliers for goods and services, and payments for foreign denominated investments as required. Payments or receipts in other currencies are to be converted using spot foreign currency transactions. Treasury Management Framework v Page 17 of 28

18 Operational Risk Risk Recognition and Definition Operational risk is the risk that the University incurs losses as a result of people, systems, inadequate or failed internal processes or external events. This includes financial loss due to mismanagement, error, fraud or unauthorised use of financial products. Effective operational risk management requires the development and implementation of a number of preventive and detective policies, procedures, controls and user guidelines. All treasury activities are carried out within the control framework described below. Compliance with these control policies is monitored by the ARC Control Policies a. Approved Policies All treasury activities must be performed in accordance with the policies that have been approved by Council and which are set out in this document. b. Roles and Responsibilities It is the responsibility of all staff performing critical functions for the operation of Treasury to ensure that there is a suitable staff back up arranged for that activity. All staff involved are to receive adequate training to enable them to perform their responsibilities to a high standard. Staff are also to receive training to develop skills and knowledge appropriate to the Treasury environment. c. Segregation of Duties Duties within the Treasury function are segregated to ensure that no one individual can carry out key functions independently and without scrutiny. This requirement will be reflected in the design of key processes. Specifically, segregation of the following functions is required: deal execution / funds transfer; payment release and authorisation; and deal confirmation, accounting and reconciliation of bank accounts. d. Audit Treasury will be subject to an internal audit on an agreed cycle with the Chief Financial Officer, to verify compliance with policies and controls. The ARC is responsible for Treasury Management Framework v Page 18 of 28

19 ensuring that the Audit is performed. The Chief Financial Officer will receive and act on the report of the Auditors. e. Reporting Management will report to the ARC on at least an annual basis with regard to the nature and outcome of any periodic internal and/or external audits undertaken to test compliance with operational controls, even if these reviews identified no shortcomings; and the nature and outcome of reviews undertaken to assess the suitability, effectiveness and efficiency of the operational control framework, even if these resulted in no identified shortcomings or recommendations for change. f. Documentation A full audit trail of documentation must be maintained in respect of each transaction. Treasury staff are responsible for maintaining appropriate documentation in respect of their individual responsibilities, and ensuring that they are always operating with the most up-to-date, valid information. Treasury staff are also responsible to ensure appropriate bank documentation is in place and reviewed. Reporting and Performance Measurement The monthly reports to the Vice-Chancellor and Senior Management Team, the FPRC, and reports to the ARC and Council provide the following: Cash flow management: The accuracy of cash flow forecasting over the period, including daily cash holdings for the month, forecast cash balances for the current and subsequent year, and commentary on interest receivable where there are significant variances to budget. Financial results: A monthly detailed statement of comprehensive income, statement of changes in equity, statement of financial position, and statement of cash flows. Each statement will show results for the year to date (actual, budget, and prior year to date), full year budget, and full year forecast. The statements are to be accompanied by a sufficiently detailed commentary to explain significant variance between actual, budget and forecast results. Debt and liquidity profile: Current debt levels against budget and identification of any debt facility or balance that is due to mature in 12 months time. The University s liquidity profile (levels of available funds). Interest rate risk: Current profile of fixed and floating rates against policy, including the fixed rate maturity profile. Exposure of the University to a +100 and +200 increase in interest rates in the next 6-12 months. Treasury Management Framework v Page 19 of 28

20 Covenants: Performance against all covenants in place (see section 7.4 above) and forecast position at year end, and at the end of the following year. EFTS: Levels of EFTS in comparison with prior year, current year budget and forecast, and following year forecast. Compliance: Formal confirmation of compliance with borrowing requirements set out in section 7 of this framework. Framework Review The framework is to be formally reviewed within 18 months from the date of Council approval, or if there is a major and fundamental change in the University s operations and financial risk profile. The Chief Financial Officer has the responsibility to prepare the review report, to be presented to the ARC. The report must include recommendation as to changes, deletions and additions to the policy, supported by appropriate analysis; overview of Treasury function in achieving the stated objectives; summary of breaches of policy and one-off approvals outside policy, to highlight areas of policy tension; analysis of bank service provision, share of financial instrument transactions; confirmation that an internal audit, where applicable, has been completed and comment on any significant findings of the internal audit; and any comments and recommendations from the University s external auditors on the risk management / treasury activities, and the University s response. The ARC receives the review report, approves policy changes and/or rejects recommendations for policy changes. This review must be performed in conjunction with an external treasury adviser at least once every three years. Treasury Management Framework v Page 20 of 28

21 Related Documents and Information Legislation Crown Entities Act 2004 (New Zealand Legislation website) Education Act 1989 (New Zealand Legislation website) Financial Markets Conduct Act 2013 (New Zealand Legislation website) Public Finance Act 1989 (New Zealand Legislation website) UC Policy Library Conflict of Interest Policy, Principles and Guidelines (PDF, 407KB) Fraud Response Policy (PDF, 174KB) Procurement Policy (PDF) Purchasing Card (P-card) Policy (PDF, 277KB) Risk Management and Compliance Framework (PDF, 804KB) Sensitive Expenditure Policy (PDF, 273KB) (Staff Only) Staff Code of Conduct (PDF, 185KB) Trust Funds Policy (PDF, 135KB) UC Website and Intranet Delegations Schedules (University of Canterbury website) Purchasing procedures (University of Canterbury intranet) External Borrowing (Tertiary Education Commission website) Finance lease information (Tertiary Education Commission website) Investments (Tertiary Education Commission website) Appendices Appendix A Legislative framework (extracts) Appendix B Approved Counterparties Appendix C Covenants Treasury Management Framework v Page 21 of 28

22 Document History and Version Control Table Version Action Approval Authority Action Date For document history and versioning prior to 2013 contact 1.00 Major review of document and conversion Chief Financial Sep 2013 into new template. Officer 1.01 Updated hyperlinks. Policy Unit Nov Update for opening and closing of bank Chief Financial Apr 2014 accounts within delegation and revision of loan authorisation procedures. Officer 1.03 Review date pushed out. Policy Unit Sep Unscheduled review by Approval Council. Jan 2015 Authority Scheduled review by Contact Officer. Policy Unit May Scheduled Review by Contact Officer minor changes to the Appendix Council Apr 2017 Treasury Management Framework v Page 22 of 28

23 Appendix A Legislative Framework (extracts) NOTE: when referring to legislation, make sure the full Act is taken into consideration. If in doubt as to interpretation of legislation, seek legal advice through the Registrar. Education Act Duties of councils It is the duty of the council of an institution, in the performance of its functions and the exercise of its powers (e) to ensure that the institution operates in a financially responsible manner that ensures the efficient use of resources and maintains the institution's long-term viability. 192 Powers of institutions (1) Subject to subsection (2), an institution has (a) (b) (c) (d) the rights, powers, and privileges of a natural person; and the power to issue debentures; and the power to grant floating charges on the institution's undertaking or property, or any of it; and the power to do any other thing it is authorised to do by this Act, by any other enactment, or by any rule of law. (2) None of the rights, powers, or privileges of an institution shall be exercised except for the purpose of performing (a) functions characteristic of institutions of the class to which the institution belongs; or (aa) in the case of an institution that incorporates another institution or other institutions under section 164(4), functions characteristic of institutions of the class to which the incorporating institution belongs and functions characteristic of institutions of the class or classes to which the incorporated institution or institutions belong; or (b) functions of a kind that, in the opinion of the institution's council, Treasury Management Framework v Page 23 of 28

24 (i) may conveniently, and without disadvantage to the performance of those characteristic functions, be performed in association with those functions; and (ii) are appropriate for institutions of the class to which the institution belongs or, in the case of an institution that incorporates another institution or other institutions under section 164(4), are appropriate for institutions of the classes represented in the institution. (3) Paragraphs (b) to (d) of subsection (1) do not affect the generality of paragraph (a) of that subsection. (4) Subject to subsection (5), an institution shall not exercise any of the following powers without the written consent of the Secretary: (a) (b) (c) (d) the power to sell or otherwise dispose of assets or interests in assets: the power to mortgage or otherwise charge assets or interests in assets: the power to grant leases of land or buildings or parts of buildings: the power to borrow, issue debentures, or otherwise raise money. (5) Subsection (4) does not prohibit an institution, without the consent of the Secretary, from (a) (b) (c) selling or otherwise disposing of, or mortgaging or otherwise charging, an asset or an interest in an asset, where the value of the asset or interest does not exceed an amount determined by the Minister or an amount ascertained in accordance with a formula determined by the Minister: granting a lease for a term that does not exceed, and when added to any term for which the lease may be renewed does not exceed, 15 years: borrowing, issuing debentures, or otherwise raising money, where the amount to be borrowed, the amount of the debentures, or the amount to be raised, does not exceed an amount determined by the Minister or ascertained in accordance with a formula determined by the Minister. 202 Application of money The money of an institution shall be applied only (a) (d) (e) in payment or discharge of the expenses, charges, obligations or liabilities incurred or undertaken by or on behalf of the institution; or in payment of any remuneration or allowances payable to members of the council or of committees of the council or to the chief executive or members of the staff of the institution; or in making any other payments that are required or permitted by this Act or any other enactment to be made out of the money of the institution 222 Delegation by council Treasury Management Framework v Page 24 of 28

25 (1) The council of an institution may, from time to time, either generally or particularly, by writing signed by at least 2 members of the council, delegate to the chief executive of the institution or to a committee appointed under section 193(3) any of its functions or powers under this Act (except the power to appoint a chief executive) or any other Act. (2) Where the council has, pursuant to subsection (1), delegated any functions or powers to the chief executive or a committee, the chief executive or committee may, with the prior approval in writing of the council, by writing signed by the chief executive or by at least 2 of the members of the committee, as the case may be, delegate such of those functions or powers as the council approves to a member of the staff of the institution. (3) Subject to any general or special directions given or conditions imposed by the council, the person to whom any functions or powers are delegated under this section may perform those functions or exercise those powers in the same manner and with the same effect as if they had been conferred on that person directly by this Act and not by delegation. Crown Entities Act 2004 No specific provisions relating to treasury management. Public Finance Act I Investment of public money (1) The Treasury may, without further appropriation than this section, invest any money held in a Crown Bank Account or a Departmental Bank Account (a) (b) (c) on deposit with a bank (whether in New Zealand or elsewhere) approved by the Minister for the purpose; or in public securities; or in any other securities that the Minister may approve for the purpose. (2) The Treasury may (a) (b) invest the money for any period and on any terms and conditions that it thinks fit; and sell, or convert into money, any of the securities. (3) The following must be paid into a Crown Bank Account: (a) all interest received from the investment; and Treasury Management Framework v Page 25 of 28

26 (b) all money received from (i) the redemption or maturity of the investment; or (ii) the sale or conversion of the securities Treasury Management Framework v Page 26 of 28

27 Appendix B Approved Counterparties The UC Council approved counterparties, their long term credit ratings, and their associated exposure Counterparty S & P Rating Moody s Rating Maximum $Exposure ANZ AA- Aa3 $150M 65% ASB AA- Aa3 $150M 65% BNZ AA- Aa3 $150M 65% Kiwi Bank A A1 $50M 25% Rabobank Not rated $50M 25% A New Zealand Westpac AA- Aa3 $150M 65% Maximum %Exposure Total Funds of Total exposure as a % of total funds At all times, wherever possible, funds should be spread amongst counterparties to minimise the risk of counterparty failure. Emphasis should be on investing with counterparties with the highest S & P rating. When the market conditions exist that favour a particular approved counterparty to such an extent that uneven weightings would result, the policy allows the investment to be made provided the following conditions are met: 1. No counterparty with a S & P rating category of A is to have in excess of 25% of total funds or $50M (whichever is the lower) invested in it at any one time. 2. No counterparty with a S & P rating of higher than A is to have in excess of 65% of total funds or $150M (whichever is the lower) invested in it at any one time. 3. No investment in a counterparty with a S & P rating category of less than A will be allowed without Council approval. The University Council approved financial instruments and their associated maximum maturities are as follows: Counterparty NZ Registered Bank NZ Government Investments maximum per counterparty As above Unlimited Treasury Management Framework v Page 27 of 28

28 Appendix C Covenants Bond The Bond trust deed requires the University to ensure that the following financial covenant ratios are achieved during the year: secured debt will not exceed 5% of the aggregate of debt plus equity, and debt will not exceed 25% of the aggregate of debt plus equity. Ministry of Education Borrowing Covenants There are no financial covenants in the current borrowing consent from the Secretary for Education dated 25 August 2014, although there are the following provisions: appointment of an independent advisor as soon as practicable after the Council forms the view that it will be required to borrow more than $65 million under the terms of the funding agreement ; provision of full Council and FPRC papers to TEC; strict limits on use of assets as security and the University retaining overall responsibility for its debt; and formal annual capital asset management planning and capital expenditure reporting. These covenants cover the period from 25 August 2014, until new covenants are required. Treasury Management Framework v Page 28 of 28